Session 4 Recruitment
Transcript of Session 4 Recruitment
-
7/30/2019 Session 4 Recruitment
1/40
Recruitment and Selection:
Module 4: Chs. 4, 5
Dr. Noel Jones, PhD
International Business &Management Consultant
1Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
2/40
Outline of Module 4
Recruitment selection Process
Linking Employers Strategy to Plans
Planning and Forecasting
Recruitment, Selection and Staffing Functions at Different Stages
Advantages and Disadvantages of Internal & External Recruiting
Strategies for Managing Employee Shortages & Surpluses
Recruitment Steps
The Job Characteristics Model
Hiring Process for Person-Organization Fit
Job descriptions & job specifications
Top Five Very Imp Aspects for Employees by Gender
Person-Job Fit
Job Advertisements
Employment agencies and recruiters
Alternative search methods
Internet recruitment
Applicant pre-screening
Person Specification
Job Interviews
Selection Tests
Model of the Selection Process
2Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
3/40
Dr. Noel Jones 53
The Recruitment and Selection Process
1. Decide what positions to fill throughpersonnelplanning and forecasting.
2. Build a candidate pool by recruiting internal or
external candidates.3. Have candidates complete application forms and
undergo initial screening interviews.
4. Use selection tools to identify viable candidates.5. Decide who to make an offer to, by having the
supervisor and others interviewthe candidates.
-
7/30/2019 Session 4 Recruitment
4/40
Dr. Noel Jones 54
FIGURE 51 Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
-
7/30/2019 Session 4 Recruitment
5/40
Dr. Noel Jones 55
FIGURE 52 Linking Employers Strategy to Plans
-
7/30/2019 Session 4 Recruitment
6/40
Dr. Noel Jones 56
Planning and Forecasting Employment or Personnel Planning
The process of deciding what positionsthe firm will have to fill, and how to fillthem.
Succession Planning
The process of deciding how to fill thecompanys most important executivejobs.
What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
-
7/30/2019 Session 4 Recruitment
7/40
Dr. Noel Jones 57
Forecasting Personnel Needs
Trend analysis Ratio analysis
Forecasting Tools
Scatter plotting
-
7/30/2019 Session 4 Recruitment
8/40
Recruitment, Selection & Staffing
Functions at Different Stages
Start-up Attract the best technical &professional talent (through meeting or exceeding labor market
rates)
Growth Recruit adequate numbers & mix of qualified workers
Manage succession planning and rapid internal labor
market movements through meeting external market
rates but also with due consideration for internal
equality effects.
Maturity Less emphasis on recruitment. Encourage sufficient
T/O to minimize lay-offs & provide new openings.
Encourage mobility, through controlled compensation
Decline Little recruitment & selection, rather planning
& implementing workforce reductions and
reallocation with very tight pay controls.
Ref: Legge
(1995) 8Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
9/40
Advantages and Disadvantages of Internal
& External Recruiting
Advantages
Have performance data
available
Motivational
Less training/socialization timeFaster
Less Expensive
Fresh ideas and viewpoints
Expand knowledge base
Disadvantages
Possible politics
Loser effects
Inbreeding
Promotion chains
Unknown criticsDetrimental to internal
applicants
Training & socialization time
Time-consuming
Can be expensive
When Useful
Stability strategy
Stable external
environment
Limited time and money
Need for changeVolatile external
environment
Internal
External
Ref: Mello, (2006)9Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
10/40
Strategies for Managing Employee
Shortages & Surpluses
Strategies for managing shortages:
Recruit new permanent employees
Offer incentives to postponeretirement
Rehire retirees part-time
Attempt to reduce turnover Work current staff overtime
Subcontract work out
Hire temporary employees
Redesign job processes so thatfewer employees are needed
Strategies for managing surpluses:
Hiring freezes
Do not replace those who leave
Offer early retirement incentives
Reduce work hours
Voluntary severance, leaves ofabsence
Across-the-board pay cuts
Layoffs
Reduce outsourced work
Employee training Switch to variable pay plan
Expand operations
10Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
11/40
Recruitment Steps
Identify what jobs(s) need to be filled.
Prepare Job Description(s) Prepare Person Profile to match jobs
Advertise job(s) using newspapers, trade journals,recruitment agencies, internet sites
Do initial applicant screening
Prepare short-lists
Interview those on the short-list
Make selection Make job offer
Hire best candidate
11Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
12/40
The Job Characteristics Model
Core JobDimensions
CriticalPsychological
States
Personal & WorkOutcomes
Skill variety
Task identityTask significance
Autonomy
Feedback
Experienced
meaningfulnessof the work
Experienced
responsibility for the
outcomes of the work
Knowledge of the
actual results of
the work activities
Employee
Growth
Need
Strength
High internal work motivation
High-quality work performance
High satisfaction with the work
Low absenteeism and turnover
Ref. Hackman & Oldham
(1974) 12Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
13/40
Hiring Process for Person-Organization Fit
1.Assess the Overall Work Environment Job Analysis
Organizational Analysis
2.Infer the Types of Person Required
Technical Knowledge, Skills & Abilities
Personal Needs, Values & Interests
3.Design Rites of Passage for Organization Entry that Allow the Organization
and the Applicant to Assess Their Fit
Tests of Cognitive, Motor, and Interpersonal Abilities
Interviews by Potential Co-Workers and Others
Personality Tests Realistic Job Previews, Including Work Samples
4.Reinforce Person-Organization Fit at Work
Reinforce Skills & Knowledge. Through Task Design & Training
Reinforce Personal Orientation Through Organization Design
13Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
14/40
Dr. Noel Jones 414
Writing Job Descriptions
Jobidentification
Job
summary
Responsibilities and
duties
Authority of
the incumbent
Standards of
performance
Working
conditions
Job
specifications
Sections of a
Typical Job
Description
-
7/30/2019 Session 4 Recruitment
15/40
Dr. Noel Jones 415
The Job Description
Job Identification
Job title
FLSA status section
Preparation date
Preparer Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Supervises:
Works with:
Outside the company:
Responsibilities and Duties
Major responsibilities andduties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations Standards of Performance
and Working Conditions
What it takes to do the job
successfully
-
7/30/2019 Session 4 Recruitment
16/40
Job Descriptions
This is a document that provides informationregarding the tasks, duties and responsibilities
of the job.
The minimum acceptable qualifications that a
person should possess in order to perform a
particular job are contained in thejob
specification.
Job specifications include the knowledge, skills
and abilities required for the job.
16Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
17/40
Dr. Noel Jones 417
Writing Job Specifications
Job specifications
for trained versus
untrained personnel
Job specifications
based on statistical
analysis
What human traits and
experience are required to
do this job well?
Job specifications
based on judgment
-
7/30/2019 Session 4 Recruitment
18/40
Dr. Noel Jones 418
Writing Job Specifications (contd)
Steps in the Statistical Approach
1. Analyze the job and decide how to measure job
performance.
2. Select personal traits that you believe should predictsuccessful performance.
3. Test candidates for these traits.
4. Measure the candidates subsequent job performance.
5. Statistically analyze the relationship between the human
traits and job performance.
-
7/30/2019 Session 4 Recruitment
19/40
Dr. Noel Jones 419
Job Analysis in a Worker-Empowered
World
Job
Enlargement
Job
Enrichment
Job Design:
From Specialized
to Enriched Jobs
Job
Rotation
-
7/30/2019 Session 4 Recruitment
20/40
Dr. Noel Jones 420
Other Changes at Work
Flattening the
organization
Reengineering
business processes
Changing the
Organization and
Its Structure
Using self-managed
work teams
-
7/30/2019 Session 4 Recruitment
21/40
Dr. Noel Jones 421
Competency-Based Job Analysis
Competencies
Demonstrable characteristics of a person that enableperformance of a job.
Reasons for Competency-Based Job Analysis
To support a high-performance work system (HPWS).
To create strategically-focused job descriptions.
To support the performance management process in fostering,measuring, and rewarding:
General competencies
Leadership competencies
Technical competencies
-
7/30/2019 Session 4 Recruitment
22/40
Dr. Noel Jones 422
How to Write Job Competencies-Based
Job Descriptions
Interview job incumbents and their supervisors
Ask open-ended questions about job responsibilities and
activities.
Identify critical incidents that pinpoint success on the job. Use off-the-shelf competencies databanks
-
7/30/2019 Session 4 Recruitment
23/40
Top Five Very Imp Aspects for Employees by
Gender
Males:
Benefits (62%)
Job Security (61%)
Compensation/Pay (58%)
Communication (55%)
Work/Life Balance (53%)
Females:
Work/Life Balance (72%)
Communication (71%) Job Security (70%)
Benefits (67%)
Compensation/Pay (61%)
23Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
24/40
Job Descriptions and Job Specifications
These impact on:
HR Planning
Recruitment
Selection
Training & Development Performance Appraisal
Compensation & Benefits
Safety & Health
Employee & Labor Relations Legal Considerations
Job Analysis for Teams
24Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
25/40
Person Profiles or Person-job Fit
The knowledge, skills and abilities required for
the job.
25Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
26/40
Job Advertisements
A way of communicating an organizations employment
needs to the public through media such as radio,newspapers, industry publications, trade journals and theinternet.
Different positions may require the use different media.
Job ads start with the corporate image the firm wants to
project. Appeal to the self-interest of prospective employees,
emphasizing the jobs unique qualities.
The ad must tell potential employees why they should beinterested in the job and the firm.
It should also indicate how an applicant is to respond: applyin person, apply by telephone, apply on firms website, orsubmit a Resume/CV by fax or email.
26Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
27/40
Employment Agencies and Recruiters Employment Agencies are organizations that assist firms in
recruiting employees and also aids individuals in theirattempts to locate jobs.
Some Agencies specialize in certain job categories such asManagerial, Technical, IT, or Finance etc.
Many focus on the employer as their client and charge a
fee for their services. Some countries also have Public Employment Agencies.
Professional Recruiters (head-hunters) are generallyhighly specialized and maintain large data banks ofprospective employees.
They are also skilled in sourcing candidates for specific jobs.
Executive Search Firms are retained by a company tosearch for the most qualified executive available for aspecific position.
27Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
28/40
Alternative Search Methods
Besides those mentioned above there are also
other search methods used by many employers. Professional Associations for specific
professionals such as Finance, HR, IT etc.
Job Fairs (including virtual job fairs) and EventRecruiting
Open Houses
University and school recruitment
Internships Employee Referrals
Unsolicited Walk-in Applicants
28Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
29/40
Internet Recruitment
Increasingly firms are using the Internet for
their recruitment.
This can include using their own corporate
websites or intranet.
Others use external job sites such as
www.careerbuilder.com www.kforce.com
www.hotjobs.com or www.monster.com etc.
29Dr. Noel Jones
http://www.careerbuilder.com/http://www.kforce.com/http://www.hotjobs.com/http://www.monster.com/http://www.monster.com/http://www.hotjobs.com/http://www.kforce.com/http://www.careerbuilder.com/ -
7/30/2019 Session 4 Recruitment
30/40
Applicant Pre-Screening
The best use of an interviewer's time is spent prior to meeting the applicant. Aquality prescreen of each candidate does two things: It saves the interviewer time
by identifying undesirable candidates up front and allows the interviewer toprepare more fully and tailor the interview to each candidate.
REVIEWING THE EMPLOYMENT APPLICATION
Most studies indicate that more than 1 in 3 applications contain inaccuracies.Consequently, while reviewing any application you are looking for completeness,accuracy, and consistency.
First, look over the entire application and ensure that it is filled out (in ink) in itsentirety, signed, dated, and legible. Do not consider the application if it is not inorder. If necessary, call the candidate back and have it completed it to yoursatisfaction.
Make notes on a copy of the application, highlighting the following areas (this willmake it easier to quickly find important information later):
o Social Security Number o Name and Address
o Previous addresses that are not within the local area
o Convictions, if any
o Education institutions beyond high school
30Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
31/40
Applicant Pre-Screening cont. o Supervisor's name, phone number, dates and wage of prior employment
o Reasons for leaving prior employers o Relatives and personal references that live outside of the local area
Consider the following "red flags" that will need further explanation bythe candidate:
o Any blanks
o Unexplained gaps in time between previous employers o Other irregularities with dates
o Previous supervisors with the same last name as listed relatives or otherpersonal references
o When the reason for leaving doesn't relate to the next job (i.e. "left forbetter wages or benefits") or if the next job doesn't support the assertion
o Periods where salaries or promotions increase sharply or decrease
o Skills that are included when there are no obvious reasons in prioremployment or education to support learning the skill
o Any periods of self-employment
o Instability in job history "job hopping"
o Any other inconsistencies
31Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
32/40
Person Specification
Physical make-up: health,appearance, hearing & speech
Attainment: education, qualifications,experience
General intelligence: intellectualcapacity
Special aptitudes: mechanical,manual dexterity, communications
Interests: intellectual, practical,constructional, physically active,social, artistic
Disposition: acceptability, influenceover others, steadiness,dependability, self-reliance
Circumstances: any special demands
of the job, e.g, work unsocial hours,travel abroad etc.
Ref. A. Rodger
Impact on others: physical make-up,appearance, speech and manner
Acquired qualifications: education,vocational training, work experience
Innate abilities: quickness ofcomprehension and aptitue forlearning.
Motivation: individual goals,
consistency, and determination infollowing them up, success rate
Adjustment: emotionality stability,ability to stand up to stress andability to get on with people
Ref. J. Munro Frazer
32Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
33/40
Traditional vs Internet Based Recruitment
1. A job vacancy is
advertised in the press 2. A job seeker writes or
telephones for more detailsand /or an application form
3. A job seeker returns theapplication form and/or CVby mail
4. Personnel review thewritten application forms or
CVs.
A job vacancy is advertised
on the internet All the company and job
details are on the websitetogether with an onlineapplication form
A job seeker returnscompleted application formelectronically
Specialized computer
software reviews theapplication forms for initialmatch with theorganizations requirements
33Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
34/40
Professional Reference & Background Checks
Previous employment
Educational qualifications Personal references get additional information
and insights on the candidate and verify theaccuracy of information supplied
Criminal history Driving record
Civil litigation
Workers compensation history Credit history
Social security number
34Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
35/40
Types of Selection Tests
Cognitive Aptitude Tests measures general reasoning ability,
memory, vocabulary and numerical ability Psychomotor Tests measures strength, coordination and dexterity
Job Knowledge Tests of the duties of the job
Work-Sample Tests (Simulations) ability to perform a task or setof tasks that are representative of the job
Vocational Interest Tests to determine what jobs are best suitedto the candidate
Personality Tests self reported measures of traits, temperamentsor dispositions
Drug & Alcohol Tests based on blood samples etc.
Genetic Testing determines whether a person carries certaingenes that may be diseases such as heart, colon cancer, breastcancer etc.
Internet Testing to test various skills required for applicants
35Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
36/40
Characteristics of Properly Designed Selection
Tests
Properly designed selection tests arestandardized, objective, based on sound
norms, reliable, and valid. The main
characteristics are: Standardization uniformity of procedures
and conditions for administration
Objectivity the condition achieved when allindividuals scoring a given test get the same
results
36Dr. Noel Jones
Ch i i f l i d
-
7/30/2019 Session 4 Recruitment
37/40
Characteristics of Properly Designed
Selection Tests cont.
Validity the extent to which a test measurewhat it purports to measure
Sound Norms a frame of reference to
compare candidates Reliable the extent to which a test provides
consistent results
37Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
38/40
Model of the Selection Process
Initial Selection
Goal: Use for preliminary rough cuts todecide whether an applicant meets the basic
qualifications for a job.
Examples: Application forms, background
checks
Substantive SelectionGoal: Determine the most qualifiedapplicants from among those who meet
basic qualifications.
Examples: Written tests, performance tests,
interviews
Contingent SelectionGoal: Make final check before making offer
to applicants.
Examples: Drug tests, background checks
Applicant applies for job
Applicant meets basic qualifications
Applicant among best qualified
Applicant receives job offer
Applicants who dont
meet basic qualifications
are rejected
Applicants who meet
basic qualifications, but
are less qualified than
others, are rejected
Applicants who areamong best qualified, but
who fail contingent
selection (positive drug
test) are rejected
38Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
39/40
Questions
Explain the external and internal environment
of recruitment?
Describe internal recruitment methods?
Identify external recruitment methods?
Explain how to recruit for diversity?
39Dr. Noel Jones
-
7/30/2019 Session 4 Recruitment
40/40
References
Beardwell, I, Holden, L. and Clayden, T. (2004) HumanResource Management: A Contemporary Approach. 4th ed.FT/Prentice Hall
Hackman, J. R. and Oldham, G. R. (1974) The RelationshipAmong Core Job Dimensions. The Job Diagnostic Survey: AnInstrument for the Diagnosis of Jobs and the Evaluation ofJob Redesign Projects.
Legge, K. (1995) Human Resource Management: Rhetoricsand Realities. Basingstoke, McMillan Business.
Mondy, Wayne R., Noe, Robert M, and Premeaux, Shane, R.(2002) Human Resource Management. Pearson Education,Inc., Upper Saddle River, New Jersey.
40D N l J